Abstract
Mid-term evaluation of a cooperative agreement with the Salesian Society to improve its institutional capacity for development work by upgrading its headquarters' managerial and technical capacity, training Salesians throughout the developing world in development methodologies, and improving its development projects. The evaluation covers the period 1989-7/91. The Salesian Society has made substantial progress despite sharp reductions in A.I.D. funding and grant term (compared with the Society's proposed program). The headquarters has increased staff, developed a consultant roster, prepared an operations manual, and installed a new accounting and financial management system, and professional staff have been trained in A.I.D. project procedures. A major donor diversification effort was implemented by obtaining funding from the Kellogg Foundation for eight major projects. The Society has also established operating relationships with Salesians worldwide and expanded contacts with foreign donors; the latter effort is constrained, however, by factors beyond the Society's control and should be dropped as an objective of the cooperative agreement. To institutionalize methodologies, the Society developed training programs in project design and implementation. So far 152 Salesians from 24 Salesian provinces have participated in 5 courses, and another 4 courses are planned. The programs have been well received, have awakened Salesian interest in development projects, and given Salesians a common language, orientation, and methodology for seeking donor assistance. However, the training should be carried out by Salesian trainers, given the high cost of contracted training. Besides the eight large projects funded by the Kellogg Foundation, the Society has submitted ten small projects for financing under the project (six of which have been approved) and is engaged in five USAID Mission projects in Nicaragua, the Philippines, Indonesia, and Paraguay. At the same time, the ability of Salesians to implement projects varies considerably. It is recommended that the Society create provincial-level project units, especially for USAID projects, and scale back its development portfolio, which has grown too large for the headquarters to handle; elimination of the cooperative agreement's small projects element is especially urged. The Society should also consider longer-term staffing requirements. A one-year extension of funding should be considered to help absorb the heavy project implementation burden and consolidate other achievements.